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SECTION 2 CASES, EXERCISES, AND QUESTIONS FOR REVIEW

CHAPTER 1

CASE QUESTIONS
1. How did Domtar’s strategies align with its mission? Explain your answer.

As stated in the text, strategies define how the organization will go about accomplishing its
mission. In fact, strategies attempt to optimize the match between the organization’s mission,
what is occurring or is projected to occur in the external environment, and the organization’s
internal operations. Domtar’s mission is based on the three pillars of the company:
“customers, shareholders, and ourselves.”

The first part of Domtar’s mission is “to meet the ever-changing needs of our customers.”
This is aligned with Domtar’s strategic goal of becoming a preferred supplier. This
competitive strategy focused on being innovative in product design, high in product quality,
and unique in customer service while keeping costs down. In order to successfully implement
this strategy, Kaizen was introduced and all employees received corresponding training.
Kaizen is a process for developing new and more effective ways of doing things and
eliminating unnecessary processes (which reduces costs). As a result, Domtar established a
culture of continuous improvement which allowed it to address its constantly-evolving
customer requirements. Customer service training was also a part of this strategy.

The second part of the mission is “to provide shareholders with attractive returns.” This part
of the mission is aligned with the strategic goal of return on investment. Actions related to
this strategy were participation in the consolidation of the industry and increasing its critical
mass. This was accomplished through sound management policies and through joint ventures
and acquisitions. These actions helped Domtar become more competitive and improve its
credit rating on its long term debt, returning it to “investment grade.”

The third part of the mission is “to create an environment in which shared human values and
personal commitment prevail.” This was aligned with the strategic objectives of improving
employee performance, communicating the Domtar values, clarifying individual roles and
fostering better communication between employees and managers. These goals were
accomplished through the development of a performance management system and through
training so that all employees both understood the proposed changes and gained the skills to
achieve them.

32
2. Given the difficulty of organizational change, what factors contributed to the success at
Domtar? How did Domtar’s management at all levels contribute to reducing resistance to
change? What else might they have done?

A compelling need for change was established. The reasons for change were communicated
and in many ways obvious. Essentially, Domtar was in serious trouble, so this made the
changes easier to understand by the employees. As Royer noted that “it is only ‘ourselves’
that are able to have any impact on changing the company.”

Domtar recognized the need for and introduced change at all three levels; the organization
itself, groups and their interrelationships and individuals within groups. In terms of the
organization itself, Domtar deployed a new mission and strategic direction which
acknowledged the value of employees while targeting areas of change. Top level
commitment to the changes was demonstrated through the implementation of Kaizen. The
introduction of the new performance management system was also evidence of this
commitment, and represented a system wide change that provided financial incentives for
employees to share in the financial growth of the company. This helped to reduce potential
resistance to the changes. In addition, through Kaizen, effective training was structured as a
continuous performance improvement process to be integrated with other systems and
business strategies.

The Kaizen process itself creates change in terms of how groups work together and how
individuals within groups interact. Through Kaizen training and applications, a cultural
change of continuous improvement and openness to change was introduced. At the individual
level, Domtar addressed employee KSAs and motivation through involving employees in the
change process and through education and training. Involving employees develops
commitment to the change. Training (Kaizen and customer service) assisted in educating
employees regarding the mission, strategy, and objectives of the organization, and how these
objectives translated to each employee’s job. The training provided the individuals with the
KSAs they needed to make the changes needed successfully.

Other ways Domtar addressed potential areas of resistance include the following:

Domtar’s management further demonstrated commitment by participating in the training,

kicking it off and returning to answer questions. As well, lower level management received
skill training on how to address employee issues effectively. As a result this demonstrated
commitment to the change and emphasized its importance, which in turn facilitated
integration.

It is clear that the changes at Domtar were successfully implemented. One area that does not
seem to be fully addressed is the organizational structure and the design of jobs, ensuring that
work is allocated appropriately and organizational systems are supportive of the change. In
addition to the training, other mechanisms such as facilities, machines and equipment could
have been put in place to enable the desired performance to occur.

33
3. What were the major HRD challenges associated with Domtar’s acquisitions and joint
partnerships? How these challenges addressed and what were were the risks associated with
these approaches?

As stated in the case, the major challenge was integrating the new companies and joint
ventures into the “Domtar way.” To address this challenge and in order to set the climate for
change, a plan was set out for all employees to receive training so they would understand
Domtar’s culture and know how to service customers in the appropriate manner. The
importance of the training was reflected in always having a manager kick it off and later
return to answer questions about the training. As well, each supervisor received skill training
on how to address employee issues effectively. As a result, this showed that the company
was truly committed to the program and thus facilitated the integration of Domtar’s culture
into the new employees’ way of life.

Risks associated with these approaches include monetary losses if training proved to be
unsuccessful with in developing employee KSAs. Also, there is risk of rejection of the
“Domtar way.” A training failure in this area could result in employees becoming apathetic
or resentful, possibly resulting in increased turnover and absenteeism, decreased
productivity, or even sabotage.

4. Take the critical facts in the Domtar case and place them into the appropriate phases of
the training model presented in the chapter. Begin with the triggering event and provide a
rationale for why each fact belongs in the phase in which you have placed it.

The phases of the training process model include needs analysis, design, development,
implementation, and evaluation. The training process begins with some type of triggering
event, where actual organizational performance is less than expected. In the Domtar case, the
triggering event was described in the beginning paragraph of the case. In particular, Domtar
had no clear goal, was unable to compete within its industry, had a poor debt rating and half
of the organization was in “trouble areas.”

This then lead to the first phase, the analysis phase which consists of data gathering and
causal analysis to determine which performance problems should be addressed by training.
The case does not describe how the analysis was conducted, only the actions taken, which, by
implication point to the results of the analysis. Royer determined that the gap was caused by
a lack of a clear mission and appropriate strategic direction. He recognized that the tactics of
each unit in Domtar needed to be supportive of the strategic direction. In any case it was
determined that the following needs existed:
 Employee understanding of the new mission and strategies and their rationale.
 Employee KSAs in Kaizen and customer service.
 Integration of employees in merged or acquired companies into the “Domtar Way”.

In terms of who needed training, Royer understood that for the new strategic direction and
focus to be successful, everyone needed to both understand the changes being proposed and
have the skills to achieve them.

34
The design phase is a systematic process for determining training objectives and the most
effective method(s) to use (given organizational constraints) to achieve the objectives. The
case does not go into detail in describing any methods used in the training or provide training
objectives. No constraints were described in the case. The case states that Domtar hired the
Kaizen guru from his former company, as well as implementing a performance management
system which would both be considered to be supportive of the training.

The development phase includes program development which is a process of formulating an

instructional strategy where all the relevant material for the training is put together. Again,
the case does not describe this process. Of note is the fact that managers kicked of and
returned for questions for the training (though it is not clear if this occurred for all training or
only that for employees in merged/acquired companies.

The implementation phase is where all aspects of the training program come together through
a dry run, pilot testing or the actual training. The case does not describe this process.

The evaluation phase, involves determining the success of the training based on the training
objectives. Since specific training objectives were not identified, this can only be implied
from overall Domtar success following the turnaround. This included increased net earnings
and inclusion in the Dow Jones sustainability index. This would not have been possible
unless the training had been successful.

EXERCISES
1. Review the material in Training in Action 1-3. Assume that you were hired to develop a
training program for these CSRs. Write down what you believe are the four most important
KSAs your training must address and your reasoning for selecting these. If done as a group
exercise, allow each member of the group to share the KSAs they identified, and their
reasoning. Then reach a group consensus as to the four most important KSAs and your
rationale for including each KSA. Each group will then report to the rest of the class.

Tips: The primary goal of the exercise is to see if students are able to distinguish between
knowledge, skills, and attitudes. The CSRs do not need training in the correct procedures to
use. Many however, need to improve the skill with which they are able to apply the
procedures. Thus, answers that identified skills in the area of problem solving or conflict
resolution would be appropriate. Some CSRs have attitudes that are contradictory to the
desired behavior. To determine if training can be developed to change the attitudes one
would have to identify the cause of the attitude. In this case it is probably the belief that
“using the correct procedures wasn’t important.” However, this is not certain; thus, answers
that indicated that more information was necessary before attitudinal training could be
developed would be preferred over answers that focused on training directed at attitude
change.

35
2. In small groups, discuss the training responsibilities of supervisors and managers who
are not a part of the HRD department. Prepare a list of what the responsibilities might be
and a rationale for your choices.

Tips: The goal of this exercise is to get students to see that training plays a part in almost
any career. To achieve career goals, employees must attend training. Supervisors and
managers are responsible for identifying the training needs of their subordinates, helping to
identify and evaluate the training they receive, engaging in some training activities as a
trainer, and taking an active role in determining their own training. It is intended as an in-
class, small group exercise in which the small group arrives at a consensus about the issue
and reports their ideas to the class at large. This exercise can be especially interesting when
you have students who are working full time. In such cases it is useful for them to use their
own experience. Another idea is to have those working compare their information with those
who are not working which leads to a comparison of what individuals believe would happen
and what actually happens.

3. Identify two organizations with different environments and core technologies. Describe
what these differences are. Indicate how the HRD strategies of these companies might be
similar or different. Provide a rationale for your conclusions based on concepts in the
chapter.

Tips: This question is sort of a trick question, so do not assign it unless you are willing to
address that fact that this HRD strategy is not discussed in any depth until Chapter 2. We
sometimes use this question to get students to discuss HRD strategy and its relation to
business strategy prior to reading the text. We are not looking for in depth answers here, just
a discussion of the major concepts such as environment and technology and how these help
to shape the organization’s competitive strategy, which in turn influences the strategy
developed by HRD to support the competitive strategy.

4. Conduct an interview with a small business owner or manager. Get a good

understanding of how they approach training in their company. What differences do you see
in how this company approaches training and what has been described in this chapter? What
are the reasons for this?

Tips: This is the most difficult exercise of the four, both in terms of the work and the level
of analysis required. The purpose of the exercise is to help students understand the
differences between larger and smaller organizations in terms of budget, people, time, and
expertise allocated to formal and informal training activities. Ideally, students will be able to
recognize the similar levels of importance placed on training by the different-sized
organizations, as well as the increased amount of flexibility, innovation, and adaptability
required of the smaller firms in providing employees with the competencies necessary to
perform effectively. Class discussions of what the students have discovered are typically very
attention getting and result in a great deal of participation. Because of the extra effort and
higher level of analysis required, we recommend that it be given a higher weight relative to
any of the other exercises in this chapter. Depending on the extensiveness of this information,
it is sometimes useful to continue to refer to it as you go through the various chapters and

36
discuss the implications of the various chapters to the small business. This hands-on material
can become very meaningful to the students.

QUESTIONS FOR REVIEW

1. Describe the relationship between HR and HRD functions in a large organization. How
might a small organization handle the responsibilities of these two areas?

In large organizations the HRD function is a subsystem of the HR function, which is a

subsystem of the whole organization. The organization’s mission, strategies, etc. all
represent sources of input into the training subsystem that are filtered through the HR
function. These inputs are translated by the training subsystem into useable input
(organizational and employee needs, training budgets, etc.). This input is then used to
produce the outputs of the training system. The training function is typically staffed with
specialists, has layers of management, and has greater coordination difficulties between
different parts of the training process.

Typically in smaller organizations these two functions will be combined into one function.
Smaller organizations can operate effectively with a less formal and systematic approach to
training than larger organizations.

2. Consider the following problem solving model. Based on the discussion in this chapter,
describe how the training process model is or is not consistent with this model?

Problem Solving Model

A. Define and understand the problem

B. Determine the cause of the problem
C. Identify potential solutions to the problem
D. Select the solution providing the most benefits for the least costs
E. Develop an action plan
F. Implement the action plan
G. Evaluate and, if necessary, modify the solutions

Training Process Model

The needs analysis (organization, operations, and person) phase of the training process model
(TPM) involves steps A and B of the problem-solving model. The process phase of the TNA
identifies problems the organization faces and determines which of these is caused by a lack
of KSAs and which are due to other causes. At this point the problem solving model and the
TPM are the same. From this point on, however, the training process model focuses only on
problems caused by the lack of KSAs (training needs). The problem-solving model is not

37
limited to a particular type of cause.

The Design Phase of the training process model identifies and examines the alternative
methods for meeting the training needs. The first step in this process is determining the
objectives for the training (reaction, learning, transfer, and organizational outcomes). The
second step is identifying the factors that will be necessary to facilitate achieving the
objectives and the constraints that the training solution must operate within. This closely
parallels step C in the problem-solving model.

The Development Phase of the TPM is where the instructional strategy is formulated.
Method(s) for meeting the training objectives are evaluated and those providing the best
likelihood of achieving the objectives within the constraints are included in the strategy.
Likewise, the design factors are examined and ways of providing those factors necessary to
meet the objectives (facilities, equipment, and such) within the constraints are identified and
incorporated into the plan. This parallels steps D and E in the problem-solving model.

The Implementation Phase in the TPM is carrying out the plan. This is essentially the same
thing as step F of the problem-solving model.

The Evaluation Phase is again a very similar process in both models. However, in the TPM
the evaluation component also includes process evaluation. This means that each phase in
the TPM is evaluated in terms of how well their outcomes met the needs of the next phase.
There is no similar component in the problem-solving model.

3. What are the significant legal issues that the training unit must take into consideration
when conducting training activities? Describe how these issues might create challenges for
HRD.

Laws related to equal employment opportunity, affirmative action, and sexual harassment,
have placed legal requirements on businesses that affect how training is managed. Training
that has an impact on employment decisions such as promotion or job placement must
demonstrate a clear relationship to job requirements if there are disproportional effects
related to gender, age, and other protected classes. In addition to the training that is provided
to prevent sexual harassment and show “good faith effort”, the training environment for all
training programs must be free of any forms of harassment. Certain types of training are
required by regulatory agencies such as OSHA and state agencies responsible for health and
safety. HRD units must understand the company’s liability for any illness or injury that
trainees sustain as a result of training or improper training. Likewise, employers are also
liable for injuries to non-employees resulting from a poorly or incorrectly trained employee.
HRD must also conform to confidentiality regulations and to copyright law.

The student should also provide examples of how these legal issues can impact training.

4. Describe ways in which training units can go about meeting the challenges they face
which were described in this chapter. Provide a rationale for your answers.

38
Examples of Opportunities for Aligning HRD Activities with Business Strategy

 Closer tie to business results

 More strategic role for HRD

HRD opportunities can be realized through:

1. Development of systems/programs that help HRD staff align their activities to strategic
goals. This is particularly important for training activities and reward systems.
2. Programs that assist in determining the ROI of HRD activities.
3. Proposals for training should describe the deliverable outcomes, how they link to the
business strategy, the anticipated ROI and the process for measuring outcomes.

Some HRD Opportunities Related to Managing Talent Due to Changing Demographics

 Better retention
 More attractive work place for labor pool

HRD opportunities can be realized through:

1. Programs supportive of diversity.

2. Programs helping employees understand the legal and organizational policy requirements
and sanctions relating to discrimination and harassment.
3. Programs helping companies use technology to assist in meeting the lifestyle needs of the
younger generations by allowing more employees to work outside company walls. These
new work arrangements will require new workflow systems and management processes,
and training will be a key tool in this change process.
4. Programs helping companies develop mentoring and coaching programs to fill the
knowledge and leadership gaps created by retirements.
5. Programs that focus on the recruiting and selection process
6. Programs that improve retention of knowledge workers
7. Programs that assess and track job requirements and employee competencies (HRIS
systems)
8. Development of innovative knowledge delivery systems that create more knowledgeable
workers more quickly.

Some HR Opportunities Related to Quality and Continuous Improvement

 HR becomes central to the development of competencies required for key operations.

 HR activities become characterized by their quality and continuous improvement.

HR opportunities can be realized through:

1. Programs helping companies with continuous improvement systems (e.g., lean

manufacturing, Kaisen, etc.).
2. Programs helping companies achieve and maintain certification.

39
3. Programs helping companies integrate training into continuous improvement systems.
4. Programs helping companies integrate quality and continuous improvement into their HR
units.
1. Partnerships with academic institutions.

Legal issues have been discussed in the previous question.

5. Define and provide an example which was not used in the text of the following:

Knowledge (three types)

Declarative Knowledge: A person’s store of factual information about a subject matter.

Examples would be knowledge of the legal requirements for hiring, the safety rules in a
plant, and the names and titles of a company’s executives.

Procedural Knowledge: A person’s understanding about how and when to apply the facts
they have learned. Examples of this type of knowledge are
 Understanding of the order and conditions under which the steps in machine trouble-
shooting are performed
 Understanding how motivation and knowledge are related to human performance
 Knowledge of stress reduction techniques and their advantages and disadvantages

Strategic Knowledge: The highest form of knowledge, this knowledge consists of the
person’s understanding of what she knows and the rules or cues she uses to determine
whether and how that information is related to other information (e.g., a problem or decision
she faces). This type of information is used for planning, monitoring, and modifying the
person’s goal-directed activity. While we engage in this type of learning frequently it is
difficult to give examples, because it is essentially learning how to learn. Thus, its effects on
behavior are more indirect than direct. However, some examples might be learning how to
manage a department or learning how to invest money to achieve a particular lifestyle upon
retirement.
Skill (two levels)

Compilation (skill): A person’s level of proficiency at something during the time in which
they are acquiring the skill, have recently acquired it, or have not used it for a long period of
time. It is characterized by the person consciously thinking about what they are doing while
they are performing the skill. Examples of skill development at the compilation level consist
of any behavior that is first being learned, such a driving an automobile, riding a bicycle,
typing, etc.

Automaticity (skill): A person’s ability to perform the skill without really thinking about
what they are doing. This is also referred to as skill mastery. Any set of behaviors that has
been so well learned that the person doesn’t have to think about them can be said to have
been developed to the automaticity level. For example, the typical person in driver’s
education can be said to drive a passenger automobile at the compilation level. A

40
professional stock car racer can be said to drive the same automobile at the automaticity
level.

Attitude

Attitude: Attitudes reflect the employee’s beliefs and opinions that support or inhibit
behavior. For example, employee beliefs about management, unions, and training programs.

41
42
Another random document with
no related content on Scribd:
everything in his power to serve me. I told him that Lord Hugh
Seymour, the admiral commanding on the Jamaica station, was an
old friend and shipmate of my father’s, and I would thank him to
mention me to him when the ship arrived, which he said I might
depend on. But, unfortunately for me, Lord Hugh died before we got
out, regretted by everyone, and was succeeded in the command (until
the arrival of Sir J. T. Duckworth) by a man[155] as proud as the
mighty Prester John.
We had many strange beings in our wardroom—I shall begin
with the master and surgeon. Our first lieutenant gave the former the
name of Pot Guts, and the surgeon the cognomen of Bottle Belly. The
master saved everything he could, having a family; and for this he
was considered by some as very near. Now the surgeon was one that
loved good living, and used to eat very hearty and seemed to devour
everything with his eyes on the table. I remember his saying to the
master in a satirical manner, ‘Mr. Wills, don’t you intend to purchase
a black servant for your good lady?’ ‘Why,’ says Wills, ‘I had some
idea of doing so, but to tell you the truth I am fearful you would eat
him on the passage.’ The surgeon had nothing further to say. While
lying at Port Royal, Wills was caterer of the mess and went to
Kingston to purchase dollar pigs; and going into a house he saw
some people lugging a man downstairs, and on his asking what was
the matter, they told him it was only a man who had died of the
yellow fever. This gave him such a turn that to recover his spirits he
was obliged to drink seven glasses of grog before (to use his own
words) he could make his blood circulate, and for several days he was
on the look-out for the black vomit.
One of the dollar pigs he brought with him was deformed,
having a head as long as his body, and when put into the sty with the
others he killed the whole of them; and some of the seamen got it
into their heads that this pig was the devil. Now Wills was a bit of a
methodist and did not like this, and one morning he had the devil
knocked on the head and hove overboard, observing it was the last
time he’d have anything to do with a shaver like that.
Our first lieutenant used to play many tricks with Wills. Once
when the packet came in, we were looking at her out of the
wardroom windows, when up started Hungerford, who swore that
Mrs. Wills and her two daughters were in a boat under the stern and
coming alongside, and that he saw them leave the packet which had
just arrived from England. Out he ran from the wardroom to escort
them, and poor Wills looked stupid with surprise. A few minutes
after the door opened and in came Hungerford with three naked
black fellows, who he introduced as Mrs. Wills and her two
daughters in the newest fashion from England. Wills, angry as he
was, could not help joining in the laugh. When the ship was in
Portsmouth harbour, I went with Hungerford to dine with Wills, who
lived at Portsea. He had on his door a large brass plate with
‘Methuselah Wills’ engraved thereon in capital letters. When we
returned, Hungerford swore that old Wills had the following
inscription on the above brass plate:—
Methuselah Wills Esquire,
Master in the Royal Navie,
Passed for a first-rate ship of 110 guns,
Him and his wife lives here.

Poor Wills was a very good fellow; he died the senior master on
the list at the age of eighty-three, and lies, with a great many more of
my old shipmates, in Kingston churchyard, near Portsmouth. The
last time I saw him was on the day the Princess Charlotte, 100, was
launched. We were in the dockyard together and had just passed the
bridge when it gave way with the gates belonging to the dock, by
which accident near twenty people were drowned, and we escaped
the same fate by about three minutes.[156]
I must now speak of a very different kind of being—poor
unfortunate Jack Key, our third lieutenant. He had many vices,
particularly hard drinking, but more his own enemy than any others.
He was sent to Port Royal Hospital and invalided, and remained
there after we sailed, in great distress, not being able for some time
to get a passage home. One gentleman with feelings that do honour
to him, took pity on the destitute. This gentleman was Mr. Carroll,
assistant surgeon belonging to the Goliath, who, in the kindest
manner, brought him on board his ship to provide for his wants, and
did everything in his power to relieve him in his miserable situation;
but the march of intellect among the superior officers rendered the
good intentions of Mr. Carroll of little avail, as they ordered poor
unhappy Jack out of the ship without loss of time.[157] Mr. Carroll is
now a surgeon in the navy of long standing, and in extensive practice
in Walworth. Key, from his dark complexion, had the nickname of
Cocoa Jack, and was always, when the weather had the appearance
of being bad, seen with a piece of wool between his finger and thumb
ready to put in his ear, which made them say, ‘We are going to have
bad weather; Jack is wool gathering.’
I once relieved Jack at 12 o’clock P.M. When I came on deck he
was not to be found. It was blowing fresh, we were on a wind, the
weather topsail braces gone, the yards fore and aft and the weather
backstay falls overhauled. Why the topmasts did not go was no fault
of Jack’s. At last I found him asleep in the lee scuppers and more
than half drunk. On another occasion, when with the grand fleet off
Brest, the signal was made for the ships to send boats to unload the
victuallers, and I was sent with the launch and an eight-oared cutter
for that purpose. As there was a great swell we had a difficult task to
clear them, and it was late in the evening before we could take our
launch in tow, and then pulled for the ship (I think about 7 P.M.),
which was about a league off. Now Cocoa Jack had the first watch,
and the ship was lying-to for the boat until the captain went to
supper; when Jack, thinking we were too far from the admiral, made
sail for some time and left us to shift for ourselves. At this time the
wind freshened and the sea began to break, and I had serious
apprehensions for our safety, and we did not appear to near the ship,
whose distinguishing lights were scarcely visible. At last after near
five hours’ labouring at the oar we got alongside. On going upon deck
I found Jack had gone below without being relieved, and seated at
the wardroom table with cold beef and a bumper of grog before him.
‘Ah, Tony,’ says he, ‘you have got on board at last? I had almost given
you up.’ Although he was my senior officer I could not help saying,
‘Damn your old cocoa soul, did you want to drown all hands of us?
Why did you not heave to before?’ ‘Lord help you,’ says he; ‘we have
been lying-to these three hours.’ Now what Jack called lying-to was
this: he let go the main-top-bowline, kept the sail shivering but not
aback, and the helm a little a-weather, so that the ship forged ahead
considerably. With all his faults he was a good-tempered fellow, and
I said no more.
Our purser was a glorious fellow for keeping it up; and after
taking his full share of Madeira would then turn to upon rum and
water, and about two or three in the morning would give his last
toast, ‘A bloody war and a sickly season!’ and then retire in a happy
state. I once told him when he had the dry belly-ache after drinking
port wine, that it was likely he’d go to the palisades (the burying
ground), but that I would be happy to do anything for him in
England that lay in my power. He gave me a look that expressed
everything but thanks.
I must here relate a circumstance which took place on the
evening of the day we made Deseada. We had a dog on board that in
fact belonged to no one, but the ship’s company were very kind to the
poor animal, who used to get well fed from the different messes, and
was quite at home fore and aft. The evening was fine, with light
winds, and the ship going about three knots, when some wicked
fellow (supposed to be the son of a clergyman) threw the poor dog
overboard when several sharks were round the ship. It was naturally
supposed they had made a meal of him, but that was not the case, as
they had more mercy than the ruffian who was guilty of such cruelty.
On the arrival of the squadron at Port Royal one of our officers went
on board (I think) the Captain, 74, when to his astonishment, who
should come jumping round him but the lost dog. On his relating the
circumstance to the officers, they told him that about ten o’clock of
the evening in question they were upwards of two miles astern of us
when they heard a strange noise under their bows. At first they
thought it was a man overboard until they heard the dog bark, when
one of the men went down by a rope and caught hold of the poor
creature by the neck and got him safe on board. A blanket belonging
to a sailor was towing overboard which he got hold of with his paws
and held on and by that means was rescued from a watery grave. His
new shipmates wished to keep him and with them he remained. Of
the young man who threw him overboard, if I were to pronounce an
eulogy on his character I should without flattery say:—
On Newgate steps Jack Chance was found,
And bred up in St. Giles’s pound;
He learned to curse, to swear, to fight,
Did everything but read and write;
And bawdy songs all day would sing,
And they all declared he was just the thing.

Our first lieutenant (Hungerford) was a very droll fellow but

fractious from disappointment. He was in the Trusty, 50, when the
late Admiral Walker commanded her at the time she put into Cadiz,
where some of her officers were arrested and sent to prison by the
Spanish Government for smuggling off money; for which Captain
Walker was tried by a court martial and dismissed the service. He
and Hungerford were upon very bad terms, and happening to meet
in High Street, Portsmouth, Hungerford with a cane began to strike
at him, when Captain Walker in his defence, caught hold of a hod
belonging to a mason who was standing by, and made a blow at
Hungerford, which, fortunately for him, missed the mark, and
several officers coming up, a stop was put to any further proceedings.
This business hurt Hungerford in the service and made him many
enemies. Captain Walker was reinstated and died a rear-admiral.[158]
He commanded the Monmouth, 64, in the Dutch action under
Duncan and behaved with uncommon bravery. Hungerford was a
very good officer and seaman and an indefatigable first lieutenant. In
watching, quartering, stationing, and regulating the ship’s company
in every respect he showed great ability. He was a great mimic, and
very droll in other respects. I remember at Port Royal, when he was
ill, his pretending to be dumb and mad, and carrying on the joke for
a whole day on purpose to annoy the surgeon. He put on a white
great coat belonging to Captain Rea of the marines, with his sash and
sword, and a large cocked hat and feather, strutting about the
wardroom and making a dead set at Fuller whenever he came in.
However, about seven in the evening he found his tongue and said to
me, ‘What a damned fool I made of Bottle Belly; how easily I
humbugged him.’
The day we made the east end of Jamaica I had the forenoon
watch, and was walking the deck with Captain Stephens, when
Lieutenant Morgan of the marines called out from the gangway to
the gunner’s mate to get a gun ready and fire into the ship abreast of
us. On my asking him what he meant by such extraordinary conduct,
‘Sir,’ says he, ‘I am not accountable to you for my actions’; and going
up to the captain he told him he was no longer captain of the
Brunswick, but that he would take pity on him and suffer him to keep
possession of his cabin for the present. The captain looked at me in
amazement. ‘Sir,’ says I, ‘Mr. Morgan is certainly deranged.’ He was
then sent below, and on going down the quarter deck ladder, he
roared out to the man at the wheel, ‘Put the helm a starboard, you
damned rascal.’ The captain dined with us that day, and, after the
cloth was removed, Morgan came to the table, and on something
being said to him he took up a glass of wine, part of which he hove in
the captain’s face, and the glass at Jack Key’s head; and when we
seized hold of him, he called me a damned conceited whelp, and that
he always saw a little greatness about me that he never could put up
with. This young man’s brain was turned by diving into things he did
not understand, and it may be said in truth of him:—
A little learning is a dangerous thing,
Drink deep or taste not the Pierian spring.

He was invalided and sent home, and got the retirement, but never
recovered his reason.
Another of our marine officers (Augustus John Field) was a very
strange being. He was on board the Quebec, 32, in the action with
the Surveillante, French frigate, in the American war. Both ships
were dismasted after very hard fighting, when the Quebec
unfortunately caught fire. Her brave captain (Farmer) would not
quit, and was blown up in his ship. Out of the number saved
Lieutenant Field was one and got a considerable lift in his corps for
his bravery. He was a very good fellow in many respects, but drew a
long bow and kept it up too much. He had been through all the
changing scenes of life, and told incredible stories—that he was
descended from the Plantagenet family and could trace his genealogy
to Henry the Second. By way of amusement I have seen him rest the
calf of one leg on the knee of the other and then drive several pins up
to the head in the calf of his leg, saying he would leave them to the
mess as a leg-a-cy.
Our ship was full of rats, and one morning he caught four which
he had baked in a pie with some pork chops. When it came to table
he began greedily to eat, saying, ‘What a treat! I shall dine like an
alderman.’ One of our lieutenants (Geo. M. Bligh) got up from the
table and threw his dinner up, which made Field say, ‘I shall not
offend such delicate stomachs and shall finish my repast in my
cabin,’ which he did and we wished the devil would choke him. When
he had finished, he said one of the rats was not exactly to his taste as
the flesh was black; but whether from a bruise or from disease, he
could not say, but should be more particular in future in the post
mortem examination. I never was more sick in my life, and am so to
this day when I think of it. Our captain of marines (Rea) was a very
worthy fellow. He had great antipathy to the West Indies, and was
always cursing Venables and Penn for taking possession of Jamaica,
and was sorry Oliver Cromwell did not make them a head shorter for
their pains. I have often heard him repeat the following lines as a
morning and evening hymn
Venables and Penn,
Two bloody-minded men,
In an evil hour
Those seas did explore,
And blundering about
This cursed hole found out;
And for so doing,
The devil has them stewing;
And with him they may remain
Till we come this way again,
Which we think howsomdever
(As our boatswain says) will be never;
And let all the mess say Amen!

When cruising off Cape Tiburon I was sent in our cutter to board
a Yankee about two leagues off and to purchase stock. Our surgeon
by way of pastime took the trip with me. As the Yankee had plenty
for sale, and it being a dead calm, I loaded our boat with live and
dead stock until she was pretty deep in the water. On our return, the
sharks began to muster and the live stock to ride rusty. The surgeon
said it was a damned shame to trifle with people’s lives in that
manner by overloading the boat, and cursed the hour he ever came
with me; and it by no means eased his fears when one of the boat’s
crew said, ‘Please, your honour, if we don’t cut the b——s’ throats’
(meaning the live stock) ‘their hoofs will be through the boat’s
bottom, as they are kicking like blazes, and here’s a bloody shark
close alongside us.’ However, we got safe alongside after a long tug.
The surgeon with a woeful countenance told a lamentable tale, which
made Captain Stephens and the rest laugh heartily. He took good
care never to volunteer his services with me in a boat again. He has
often put me in mind of the trip and I hope he will live long to do so.
We had a tedious passage home, and when off Bermuda it was a
gale of wind and a calm alternately for three days and nights, with
thunder and lightning. On one of the nights I had the middle watch
and was obliged to clue down the topsails upon the cap eight or nine
times, blowing a gale of wind one moment and a calm the next. The
night was as dark as Erebus between the flashes, and then as light as
broad day. Through one flash I saw our surgeon coming on deck
rolled up in a white great coat, and I said to Captain Stephens (who
was up most of the night and standing with me on the gangway):
By the pricking of my thumbs
Something wicked this way comes.

Captain Stephens would always repeat the above when he saw

Fuller come on deck. I have often wondered that no accident
happened to the ship from the lightning, which was beyond
everything of the kind I ever saw. This was the only bad weather we
had during the voyage, which was a lucky circumstance for the
Brunswick; for had a gale of wind come on for any length of time we
certainly should have foundered.
And now let me say in the language of the Romans when taking
leave of their deceased friends:—
Vale, Vale, Vale, nos te ordine, quo natura permiserit, cuncti
sequemur.
 OFFICERS’ NAMES
John Holloway, Esq., Rear-admiral of the red.
Dead [1826]. An admiral of the red. An old messmate of my
father’s in the Princess Royal with old Vinegar (Hyde Parker),
in 1779.—[Marshall, i. 101.]
Geo. Hopewell Stephens, Esq., Captain.
Dead [1819]. A rear-admiral of the white; a most excellent
officer.
Emanuel Hungerford, 1st Lieutenant.
Dead. An excellent first lieutenant; strange and droll.
Hector Maclean, 2nd Lieutenant.
Dead.
John Key, 2nd and 3rd Lieutenant.
Dead. Cocoa Jack was no man’s enemy but his own.
James Anthony Gardner, 1st, 2nd, 3rd, 4th, and 3rd Lieutenant.
A commander.
[Thomas] Lowe, 5th Lieutenant.
Dead. A loss to the service.
Geo. Millar Bligh, 7th and 6th Lieutenant.
Dead [1831]. A post captain.—[Marshall, v. 430.]
Methuselah Wills, Master.
Dead. Poor old Wills was crabbed, but a good fellow.
Robert Cooper, Purser.
Dead. A very worthy fellow.
Smithson Waller, Purser.
 A very generous fellow, but kept it up too much; since dead.
William Fuller, Surgeon.
A skilful surgeon, but crabbed as the devil at times; yet a very
good fellow, always obliging, and the first to relieve those in
distress.
[Henry] Rea, Captain of marines.
Dead. Much the gentleman.
Augustus John Field, 1st Lieutenant of marines.
Dead. A very brave fellow, who drew a long bow, but would
injure no one.
[James] Holmes, 2nd Lieutenant of marines.
Uncertain. A good-natured fellow.
[John] Robson, 2nd Lieutenant of marines.
Uncertain. Very quarrelsome, and appeared to be half mad.
Ross Morgan, 2nd Lieutenant of marines.
Dead. Invalided for insanity, sent home, and got the
retirement.
[William] Wiseman, Gunner.
Dead.
[John] Follie, Boatswain.
Uncertain. Drank hard; a sailor.
[William] Yelland, Carpenter.
Uncertain. Very much respected.
[William] Harrison, Mate.
Uncertain. A very active officer.
[Henry] Edgeworth, Mate.
Uncertain. A very good sailor, but unfortunately drank hard.
Methuselah Wills, Midshipman and then mate; son of the
 master.
A lieutenant.
Pardieu [(?) Simon Purdue], Midshipman.
Dead. A commander; an officer, seaman, and gentleman.
Highly respected, but unfortunately given to drinking.
[William] Elliot, Midshipman.
Killed in battle. A lieutenant; a very worthy young man.
Edward Medley, Midshipman.
A lieutenant.
[R. A.] Taylor, Midshipman.
Uncertain. Wicked and wild.
[G. J.] Archdale, Midshipman.
Uncertain. Much respected.
[George] Roberts, Midshipman.
Uncertain. A steady youth.
[John] Lemon [or Lamond], Midshipman.
Uncertain. Very steady.
William Wade, Midshipman.
Dead. A lieutenant.
[Richard] Horsley, Midshipman.
Dead.
[John] Hodges, Midshipman.
Died of yellow fever at Jamaica.
[Robert] Wilson, Midshipman.
Died of yellow fever at Jamaica.
[John] Content, Midshipman.
 Died of yellow fever at Jamaica. [Borne as coxswain. Aged 39.
DD.]
[Robert B.] Matthews, Midshipman.
Uncertain. I believe a lieutenant; he was one of those saved
from H.M. ship Apollo that was wrecked on the coast of
Portugal [1 April, 1804].
Robert Atkins, Midshipman.
Dead. A lieutenant; steady fellow.
[Michael] Gould, Clerk.
Uncertain. Very clever. [Midshipman; afterwards captain’s
clerk.]
[J. H.] Waddle, Wrote under the clerk.
Uncertain. This poor fellow was made a butt of and ran away
from the ship. [Borne as L.M. Aged 30.]
[Andrew] Marshall, 1st Assistant Surgeon.
Uncertain. This gentleman did honour to his profession.
Daniel Quarrier, 2nd Assistant Surgeon.
An M.D. A surgeon in the navy, and surgeon of the division of
royal marines at Portsmouth; a magistrate for the county, and
what not.
 AGENT OF TRANSPORTS

I was employed on this service but a short time in Portsmouth

Harbour and had several transports to superintend, and was in
expectation of sailing to the Mediterranean; but as ill luck would
have it, our destination was altered to that infernal bake-house, Port
Royal, Jamaica. I then thought it time to be off and I wrote to the
board to be superseded, which gave great offence to Sir Rupert
George[159] (the chairman). However, my request was granted and I
left a service that I never would accept of, had I my time to go over
again, upon any consideration. For the short time I was in it I saw
enough to convince me that if an officer did his duty, he would be
like the hare with many friends; and if he acted otherwise, he must
lay himself open to any puny whipster who might wish to take
advantage of his good nature. I was succeeded by Lieutenant Jump,
who refused to take charge of the stores, saying he had enough
hanging over his head already (being, as I understood him, in the
transport service before). However, I settled everything to my
satisfaction, returning into store all the articles I had drawn; struck
my swaggering blue pennant[160] and resigned my command to the
above officer, wishing him joy and not envying him his appointment.
SIGNAL STATION: FAIRLIGHT, NEAR HASTINGS,
SUSSEX

From January 30th, 1806, to December 7th, 1814

As when high Jove his sharp artillery forms,
And opes his cloudy magazine of storms;
In winter’s bleak uncomfortable reign,
A snowy inundation hides the plain;
He stills the winds and bids the skies to sleep;
Then pours the silent tempest thick and deep;
And first the mountain tops are covered o’er,
Then the green fields and then the sandy shore;
Bent with the weight, the nodding groves are seen,
And one bright waste hides all the works of men;
The circling seas, alone absorbing all,
Drink the dissolving fleeces as they fall.—Iliad.

In such a season as the above I arrived at Hastings on the 30th of

January 1806. I was appointed to the station by Lord Garlies, one of
the lords of the admiralty, who behaved to me in the kindest manner.
After waiting on Captain Isaac Schomberg, who superintended the
Sea Fencibles from Beachy Head to Dungeness, I proceeded to join
my station about three miles to the eastward of Hastings. When I got
to the summit of Fairlight Down, about 600 feet above the level of
the sea, the first object that struck me was a hut, built of turf, in a
ruinous state, and on the top a figure with a soldier’s jacket on.
‘Hallo!’ says I; ‘Is this the signal station?’ ‘Yes, zur,’ says he. Why
then, thinks I, I’m damned if I don’t give up the appointment.
‘Where’s the midshipman?’ says I. ‘Midshipman, zur? why, there be
only me and another soger, and I expects to be relieved to-day.’ ‘By
whom?’ says I. ‘Vy,’ says he, ‘by two melishy men, and I thought you
and that ere lad’ (meaning my son, who was with me, and under six
years of age) ‘was them till you comed near.’ I could not help smiling
at this, and taking a turn round the premises I thought I would look
at the interior. I did so, but backed out again in a hurry, from filth
and wretchedness. [The detailed description of these is omitted.]
On coming out I happened to cast my eye to the SE, and there I
saw another signal station; and on making enquiry, I was informed
by a labourer that the station I had just observed was the right one,
and that this was only for the fogeys to look out from; so away I
trudged over several ploughed fields and at last arrived at my
destination, in the room of Lieutenant Francis Gibbon, deceased,
who had formerly been a messmate of mine in the Salisbury.
It would puzzle a Philadelphia lawyer to recollect everything that
happened for the eight years and ten months that I remained in this
place, and I shall merely relate a few occurrences as they come to my
recollection. I had a midshipman, two signalmen, and two dragoons,
under my superintendence; and when anything particular took place
one of the dragoons was sent off with the despatch to the nearest
commanding officer. We had the strictest orders to be on the look-
out by night and by day, in consequence of the threatened invasion,
and our being so near the French coast that on a clear day the camp
at Boulogne could be seen without a glass,[161] so that the utmost
vigilance on our part was required. Blue lights, fire beacons, etc.,
were in constant readiness, and the French flotilla at Boulogne,
Calais, Ambleteuse, and Vimereux were hourly expected to make a
start.
Independent of this, whenever the wind blew strong from the
westward, so as to occasion the cruisers to take shelter under
Dungeness, the French privateers were sure to come over and pick
up the struggling merchantmen before the men of war could regain
their station off Beachy Head. We had also to be constantly on the
watch to give notice in case of smugglers being on the coast, and to
prevent prisoners of war making their escape from the vicinity of our
station, a signal for that purpose being made from one post to
another; so that we had no relaxation from duty except in a thick fog,
which sometimes would take place for nine or ten days together,
during which time we had only to walk round the cliffs and along the
seashore. I have heard many say that a signal station was an easy
berth, and only fit for old and worn-out officers. This I flatly deny;
and, without fear of contradiction, can safely say that I suffered more
from anxiety at this station than ever I did on board of a man of war.
In the latter, when one’s watch was over, a little rest could be
obtained; but at the station the night was worse than the day, as the
flotilla were expected to take advantage of the darkness so as to be
over in the morning, and the night signal was more anxiously
watched than that of the day. When Earl St. Vincent was first lord of
the admiralty, Lieutenant John Henry St. John Page (an old
schoolfellow of mine, who I had the following account from) applied
to him for a signal station, stating that he was unfit for active service
in consequence of a paralytic stroke which affected his arm and one
of his eyes. His lordship wrote for answer, ‘That an officer of a signal
station ought to have two eyes, and damned good eyes they ought to
be.’ However, he complied with his wishes.
From our elevated situation I have often been in dread for the
safety of the house, particularly in the SW gales, and have frequently
expected that the board would be obliged
To set a figure, to discover
If we had fled to Rye or Dover;

and I’m astonished that the house did not blow away. I well
remember one dreadful gale blowing down our chimney, which lay
upon the roof without breaking through, forming an angle of 45°,
and the midshipman, crawling out upon all fours (for we could not
stand upright), declared he thought it was our 18-pound carronade
that was blown there and had taken that position for a long shot. The
fire blew out of the stoves, and the glass out of the window frames;
the night as black as Erebus, with heavy rain which formed a river
that swept everything before it; the chief part of our garden washed
or blown away, leaving nothing but the bare rock behind, so that I
wished myself in the old Bay of Biscay again.
To make up for this, the views about Hastings are remarkably
fine, and in the summer well worth visiting; particularly the fish
ponds, Dripping Well, Lovers’ Seat, Friar’s Hill, Old Roar and many
other romantic spots, one of which I must mention. About a mile to
the NE of Hastings, from a place called the Tile Kiln House, the
prospect is highly interesting; looking towards the town, is a valley
with a thicket on the left, and at the bottom a stream that runs to the
sea; in front, the west hill with the ancient castle said to be built by
William the Conqueror soon after the battle of Hastings; and on the
east hill, the remains of a Roman camp. One morning when the
hounds were out, I was walking near the above thicket when an
immense boar rushed furiously on the pack and the huntsmen had
great difficulty in separating them. The boar belonged to the farmer
near the spot, and some of the dogs had reason to remember him.
As I am better acquainted with handling a tar brush, strapping a
block, or turning in a dead-eye, than describing green groves and
gravel walks, I shall say nothing more respecting the face of the
country, but begin upon other subjects. And here I must say that
during the time I had the station, I was upon good terms with every
individual from the mayor down to the fisherman. But I regret to
state that death has made sad inroads among my worthy friends
since my departure. In the summer, the cockneys would frequently
come to take a look at the French coast and Bonaparte’s tower on a
clear day; and not content with asking ridiculous questions, would
walk into the house without leave or licence, and seat themselves. On
one occasion, when I had returned from Hastings, I found seated in
my room a fellow with his coat off and reading one of my books. He
took no notice of me for some time. At last he drawled out ‘It’s werry
hot veather.’ ‘It is,’ I replied; ‘but pray what is your business?’ This
question seemed to startle him, and particularly so when I informed
him I was a man of war’s man, and never suffered myself to be taken
by storm or boarded in the smoke. He took the hint and walked off.
[162]

In stating this I only allude to a set who were unacquainted with

common politeness. At the same time I have to acknowledge the
civility and attention I received from many of the respectable
families that visited Hastings.
The lower class at Hastings and in the vicinity believe in
witchcraft, and several old women that lived in All Saints’ Street were
supposed to be witches. About a mile from my station lived a poor
old woman named Hannah Weller, who was put down in the list; and
many strange stories were told respecting her—such as pigs, and
sheep, and sometimes oxen, refusing to pass her dwelling, until the
drovers would go and beg of her to let them pass quietly. On my
going one morning to market at Hastings, I bought with other
articles some eggs, which I gave to Wm. Crump (one of the
signalmen), who put them at the bottom of his basket well covered
with straw so that they could not be seen. I then told him to make all
haste he could to the station, and without his knowing it I returned
before him. When I had got about a mile and a half from the town I
met Hannah Weller, who, I knew, was coming in at this time with
some clothes for the wash; and I told her, if she met Crump, to tell
him to make haste out and to be careful of the eggs he had in the
bottom of his basket, and not to say she had seen me. Now Crump
stood in great dread of Hannah, and was a firm believer in deeds of
the black art. Soon after I had seen her she met Crump, and desired
him to be very careful of the eggs and to make haste and not loiter by
the way. Crump was terrified almost out of his wits to think she
should know what cargo he had charge of; and, after wishing her
good morning, strode off without looking behind until he got about a
hundred yards from her. He then took out his knife and stuck it in
the mark the ring of her patten (as he thought) had made, and a sure
way—if she looked round—to prove witchcraft; and she, happening
to look round at the same time and seeing him stopping, called out,
‘Crump, what are you about?’ and shaking her hand, desired him to
be gone, upon which he took to his heels in amazement and arrived
at the station as pale as death, and told his woeful story to the
midshipman with many illustrations, which the midshipman
believed to be as true as holy writ.
We had a tame raven, the most sagacious creature I ever met
with. He used to go every morning with the signalman to town, for
the letters and to market, and would take his station at the butcher’s
shop long before we could get there; and when he saw us ready to
return, would set off for home in a hurry. Sometimes we could see
him fighting with the crows; and once he alighted on the head of a
gentleman reading in a field; to his consternation, until we explained
to him Ralph’s tricks. Under the Lovers’ Seat stands a house on the
beach called The Govers, which was inhabited by a wicked fellow, a
cobbler by trade. This man took it into his head to leave off his
wicked ways, and went to church regularly every Sunday, and paid
great attention to the service for about three or four months, and
then relapsed to his former failings. On being asked the reason of his
apostasy he replied that he went to church until he was tired; and
seeing no use in it, he thought he might as well go back to sin and
cobble again as he could get more by it than going to church. Early
one morning this fellow was gathering sticks in the valley under the
signal station, when our raven was on the prowl. The moment Ralph
got sight of him he pitched on his neck and began to claw and tear
him most unmercifully, which alarmed him so much that he had
hardly power to defend himself. At last he got hold of the raven, and,
with part of the thong he had to bind the sticks, he began to tie
Ralph’s legs, and when he thought he had him secure he gathered up
his sticks and was stooping down to fasten them, when the raven
broke loose, and seized on him a second time, and tore his breeches
to rags after clawing him severely, and then flew away. The cobbler,
dreadfully alarmed, went home without his sticks and told everyone
that he met that the devil had attacked him and that he must alter his
course of life, as he now believed something was in it. The joke was
kept up, and I think he was never told it was our raven. Poor Ralph at
last met with an untimely death. A farmer, shooting rooks, laid him
low by mistake, which he was very sorry for when too late.
Notwithstanding the many cruisers that were on the station and
the unceasing look-out on the coast by the officers of the customs,
the smugglers contrived to make several runs. One morning in the
month of November the midshipman called me up a little before
daylight, and reported that fifteen horses were in the field near the
station, with Flushing jackets strapped on their backs, and made fast
to the hedge, without any one with them. As the day began to break, I
went to the brow of the hill, and saw on the beach between two and
three hundred people, and a boat a short way from the shore. The
moment they got sight of me they set up a shout, and made use of
horrible threats. However, I went down with the midshipman, and
found some customhouse officers who had been up to their necks in
water trying to get at the boat, but all to no purpose. The fellows on
board seemed to be drunk, and held up some kegs which they stove;
and making use of language the most vile, stood to the westward. I
immediately dispatched the midshipman to give information to the
customhouse and made the signal to the next station. A galley was
soon after manned and armed, and after a long chase the smuggler
was captured with several tubs of liquor. As I returned to my station
the mob shewed their heads just above the brow of the hill, and
complimented me with three groans and then dispersed; and glad I
was to see them clear off. They appeared to be all strangers, the
customhouse officers declaring they had never seen one of them
before. Some of them swore they would be a shot in our locker the
first opportunity, and we expected they would have attacked us in the
night; but we heard no more of them.
I shall now mention a few friends; and first the Reverend
Richard Wadeson, late Vicar of Fairlight, who died since I left the
station, aged eighty-nine. He had formerly been second master at
Harrow School, when Dr. Parr was usher, and was offered to be first
master at the death or resignation of Dr. Sumner, but refused it.[163]
He was one of the best men I ever met with, and one of the first
classical scholars in the kingdom, and highly respected by his
parishioners as the following account will shew. He had, as vicar,
only the small tithes; and when requested by some of his friends to
raise them he refused, saying, he had lived on good terms in the
parish with every individual for a long time, and that he would do
nothing to forfeit their esteem and would suffer anything rather than
oppress them. When this came to the knowledge of those who paid
tithes, they, as a mark of respect, immediately made a handsome
addition to his income, with a high panegyric on his integrity.
Nothing could put him out of temper except losing at backgammon. I
well remember one evening his coming to the station and saying he
was determined not to be vexed, let what would happen. We then
began to play (not for money), and he lost twenty games running. At
last he roared out, and on my asking him what was the matter, says
he, ‘He’s here.’ ‘Who, sir?’ says I. ‘Why, the devil,’ says he, ‘is at my
elbow, but he shall not make a parson swear.’ I am sorry to say this
worthy gentleman lost his sight some years before his death, and, in
addition to this misfortune, had great domestic troubles which he
bore to the last with unshaken fortitude.
I must not forget another worthy friend, the Reverend Webster
Whistler, Rector of Hastings and New-Timber, who lately died at the
advanced age of eighty-seven. He also was a first-rate scholar and a
powerful preacher; a hater of bigotry and clerical tyranny; possessing
great personal courage, and one of the finest-looking men in the
kingdom; with an athletic frame, upwards of six feet, and looked,
when on horseback—as Napoleon said of Kleber—like one of
Homer’s heroes. His kindness and attention I never shall forget. I